I am excited to share my latest podcast interview with Vasco Duarte where we discuss about agile and Scrum and get into details about the Scrum Master role all through this week. This podcast was recorded for the site http://scrum-master-toolbox.com/ to discuss various topics around challenges related to the Scrum Master role, some anti patterns to Scrum, change leadership, measurements of success for Scrum Masters and agile culture and mindset.
First 2 episodes are live now. Don’t forget to watch the upcoming 3 episodes (Wednesday through Friday) this week.
Please provide your feedback on the podcast, leave comments and like. Also reach out for any questions or if you would like to record a podcast for your site.
Talking about Agile projects, release planning used to be discussed about just as frequently as sprint planning or sprint review, however; lately I have observed teams not really emphasizing much on release planning to make it feel like something non critical.
For starters, release planning was looked at a formal release at the end of x number of sprints where x could be anything between 2 to 6 sprints. However today, teams that are trying to derive classic benefits of Agile release their code more frequently than ever before. I have known of teams releasing code every sprint to teams that release code multiple times during the sprint. I came across a talk about continuous delivery at Etsy where the code is released in production 35+ times each day. This equates to a release less than every 15 minutes.
Speaking about teams that deliver that often, its quite certain that not much time is being spent planning for what needs to be delivered 2 to 3 sprints down the line. Planning happens in a “just in time” manner knowing the immediate needs of the customer.
Thinking through, it probably is time to redefine the term “release planning” itself to refer it as a method that allows customers to realize value on a continuous basis allowing for full customer involvement and speedy issue resolution or is it time to say “Goodbye release planning”?
You have been told about your next assignment as an Agile Coach. Your first reaction, check out the client website, you go to Glassdoor to get some employee feedback to assess the mood, get some company history and you are all set to hit the ground running.
The Agile Coach role comes up with its set of unknowns and that is what makes it fun, exciting and challenging. If you are a developer, you and your client know you are going to be writing code or if you are a Business Analyst, you and your client know that you are going to be gathering requirements. But if you are an Agile Coach, more often than not, your client knows very little about the end state where you want your teams to be before you sign off. So what are some of the things that an Agile Coach should be doing as you land into an alien world and what are some of the things that can potentially help create a solid foundation for an Agile adoption/transformation and make Agility the way of life. Here are some tips for :
Investigate– ask direct questions to help you understand why management wants to embark on the Agile journey and surface any perceptions that the client might have about Agile methods, approach and end state. Informing the management on how Agile will impact them today and tomorrow will help setup a strong foundation for a sustainable Agile journey.
Assess – Assessment drives decision-making and strategy. Every project and associated business is unique. The uniqueness can be driven by the market position, competition, volatility of business or simply maturity at the top. Coming into a project with a preset mindset of how Agility will be achieved is a recipe for disaster. An initial assessment should bring out details of key challenges that development or stakeholder or marketing is facing which in turn will help in selecting the right methodology to achieve Agility and derive its benefits. Remember, Agile is not one methodology; it is flexibility that facilitates adaptability.
Observe – is the key characteristic of a great Agile coach. This includes observing management, teams and individuals. Quite often, start of an Agile transformation is a result of an individuals opinion which happens to be a ‘C’ level executive and is a decision imposed on everyone else in the organization.Since the success of Agile revolves around organizing, collaboration, teamwork and collective ownership, this is where the coach needs to bring in Agility for the management before taking it to the next level. Looking for opportunities to coach, learn, and improve by observing the landscape is important for a successful adoption.
Plan – Success of Agile depends on how individuals and teams are able to bring in the change in mindset and thought process. Experience suggests that implementing big changes tends to scare teams away. Also it impacts productivity since the focus shifts from task in hand to process change.Early assessment of teams in terms of their knowledge and maturity of Agile practices helps in defining a strategy for the change. In most cases I like to focus on process changes before jumping into the intricacies of the process including Agile engineering practices.The “Shu-Ha-Ri” approach is a great way to engage teams and individuals in effective and planned Agile adoption.
Connect – The effectiveness of a coach is driven by how it connects with the person he/she is coaching. In sport, a player or an athlete follows the instructions from the coaching based on the trust that the end goal is to achieve the best possible result. A lot of times the player might not believe in what the coach suggests but just follows instructions believing in the experience and knowledge the coach carries. At the same time the coach understands the strengths and weakness of the student. This is where the connection between the two becomes critical. The coach explains the rationale behind each action that he wants the student to perform and constantly shares results that confirm improvement and progress that would result in motivation to persist.
Inspire – Having worked with large IT services companies, I remember the time when duration of the assignment would decide the rating and potential salary hike one would get at the end of the year. The longer you hang on, the better it gets. Talking about a Agile Coach role, its the opposite. A coach’s effectiveness is gauged by how it manages the to inspire the teams embrace agility and get to the point when members of the team start coaching one another and produce value as a well oiled machine and becomes a habit.
Coaching is a great opportunity to be the impact. While the methodologies and techniques for process adoption are critical, the human skills play a much bigger role as you embark on this journey to help people see what they can be instead of where they are.